Delta Airlines installs 8 self check-in kiosks at the Columbia airport. Passengers arrive to check-in for their flights at a rate of 2 passengers/ minute (CV=1). On average, customers take 3.5 minutes to check-in using the kiosk, with a standard deviation of 1.5 minutes. On average, how many passengers are waiting to use a kiosk? (Round to 2 decimal points)
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![Delta Airlines installs 8 self check-in kiosks at
the Columbia airport. Passengers arrive to
check-in for their flights at a rate of 2
passengers/ minute (CV=1).
On average, customers take 3.5 minutes to
check-in using the kiosk, with a standard
deviation of 1.5 minutes.
On average, how many passengers are
waiting to use a kiosk? (Round to 2 decimal
points)](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2Fc2a98e48-1a26-4773-b101-6e44fb1df152%2F465512e8-f83e-4a0d-9386-ba9c64964cf0%2F06mszbg_processed.png&w=3840&q=75)
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- During nearly four decades of business operations, Memphis-based FedEx has earned a reputation for reliable, on-time delivery of packages to homes and offices around the country. Founder Fred Smith originally focused on overnight deliveries, choosing Memphis as the company’s headquarters because the airport rarely closes due to bad weather. With FedEx’s planes departing and arriving on schedule nearly all the time, its express shipments usually remained on schedule, then and now. To reassure customers that delivery will take place when and where promised, the firm offers a money-back guarantee on time-sensitive express shipments, among other services. FedEx has steadily expanded its portfolio of services since the 1970s. Its original overnight express delivery is currently available to U.S. customers in various forms, including “first-overnight” delivery, next-morning delivery, next-afternoon delivery, and budget-pleasing two- or three-day delivery. The company’s services also include cost-effective ground delivery for parcels and extra-speedy same-day delivery for urgent deliveries within 1,800 cities. Over the years, FedEx has widened its delivery network to more than 220 countries. It has purchased more cargo jets and acquired specialized shipping firms, including Tiger International, Roberts Express, RPS, and TNT Express, to support global growth. For international business customers needing products, parts, or raw materials shipped across countries or continents, the company now offers time-saving services such as commercial freight forwarding and cross-border logistical support. To add the convenience of local drop-off and pickup points for U.S. consumers and small businesses, FedEx acquired the Kinko’s office services company in 2004 and later rebranded it as FedEx Office. This acquisition also added printing and copying to the menu of services offered. Then the company arranged for large U.S. retailers such as Walgreens, Albertsons, Kroger, and Safeway to accept packages for shipment and receive package delivery for customer pickup in thousands of store locations. This means people who want to send a package can head to a nearby retailer and ship where they shop, rather than making a separate trip to the FedEx location. It’s also a safe alternative for packages to be picked up by people who don’t want FedEx shipments left by the front door. Another service FedEx offers to small and mid-sized businesses, including retailers, is FedEx Fulfillment. The purpose is to expedite order fulfillment by having each business store its products in a FedEx warehouse. Then, when the business’s customers place orders, FedEx puts the products into boxes bearing the business’s own logo and ships directly to those customers. The business doesn’t need a separate warehouse or staff for fulfillment, and packages are on their way to customers more quickly because the products were in FedEx’s warehouse, ready to be packed and shipped. This service puts FedEx into direct competition with Amazon.com, which offers a similar service to merchants that sell through the online Amazon Marketplace. But it also gives businesses that don’t sell via Amazon a fast and professional fulfillment alternative. FedEx is careful to let customers know, through media and social-media announcements, when it anticipates that extreme weather or other conditions will cause delays or force it to halt pickups and deliveries. For the duration of Hurricane Irma, for example, FedEx said it would suspend deliveries in Florida. Some Florida customers who had ordered generators to be delivered via FedEx were unhappy, because they worried about being without power during and after the storm. But one FedEx employee loaded several generator orders into his car and took them to customers himself. When a customer posted a grateful compliment to FedEx on Facebook, the message generated thousands of likes, shares, and positive comments. The company also received positive comments for its donations of cash and transportation services to areas devastated by Hurricanes Irma, Harvey, and Maria. According to the American Customer Satisfaction Index (ACSI), FedEx often tops the list of U.S. shipping companies as ranked by customers surveyed. Every day, the company delivers 13 million packages—and during the busy year-end holiday season, it delivers many more. By meeting customers’ expectations for on-time deliveries, FedEx has increased annual revenues beyond $60 billion and positioned itself for continued growth in the future. How does FedEx’s money-back guarantee address customers’ concerns about heterogeneity?Please do not give solution in image formate thanku.Please do not give solution in image format thanku Customers checking out at Food Mart arrive in a single-line queue served by two cashiers at a rate ofeight per hour according to a Poisson distribution. Each cashier processes customers at a rate of eightper hour according to an exponential distribution.1. If, on average, customers spend 30 minutes shopping before getting in the checkout line, what isthe average time a customer spends in the store?2. What is the average number of customers waiting for service in the checkout line?3. What is the probability that a customer must wait?4. What assumption did you make to answer this question? I need this in Excel format please. Can you also include a small interpretation with the answers ?
- The vehicles are entering the parking area of the a mall.There is only one ticket line to get and pay a parkingticket. Each ticket purchase takes an average of 18seconds. The average arrival rate is 3 vehicles/minute.Find the average length of queue, average waiting timein queue and average time spent by the vehicles in thesystem assuming M/M/1 queuing.An average of 300 customers per hour arrive at a hugebranch of bank 2. It takes an average of 2 minutes to serveeach customer. It costs $10 per hour to keep open a tellerwindow, and the bank estimates that it will lose $50 infuture profits for each hour that a customer waits in line.How many teller windows should bank 2 open?(Please do not give solution in image format thanku) A single Automated Teller Machine (ATM) is located on the ground floor of a popular shopping mall. Service time at this machine is exponentially distributed. On average, the ATM machine can serve a customer in 3 minutes. Customer arrivals at the machine are Poisson distributed, with an average of 15 customers an hour. Relevant formulas to analyze this M/M/1 model are available in your textbook. What percent of the time is this machine idle? 25% 0% 75% 50% 100%
- The Bijou Theater shows vintage movies. Customers arrive at the theater line at the rate of 100 per hour. The ticket seller averages 30 seconds per customer, which includes placing validation stamps on customers’ parking lot receipts and punching their frequent watcher cards. (Because of these added services, many customers don’t get in until after the feature has started.) (Use the Excel spreadsheet Queue Models.) What is the average customer time in the system? What would be the effect on customer time in the system of having a second ticket taker doing nothing but validations and card punching, thereby cutting the average service time to 20 seconds? Note: Round your answer to 3 decimal places. What would be the customer time in the system if instead of the change in part (b), a second window was opened with each server doing all three tasks? Note: Do not round intermediate calculations. Round your answer to 3 decimal places. Would system waiting time which is obtained…A request for assistance at the reference desk at a library is submittedat an average rate of 9 per hour (Poisson distribution). At the reference desk, there is only one librarianand he can serve customers in 6 minutes on average (exponential distribution). Calculate according tothe queuing model M/M/1:1. Server utilization2. Expected number of customers in queue3. Expected waiting time of customer in queueRepair calls are handled by one repairman at a photocopy shop. Repair time, including traveltime, is exponentially distributed, with a mean of two hours per call. Requests for copierrepairs come in at a mean rate of three per eight-hour day (assume Poisson).A) Identify the Queuing Model and sketch the system.B) What is the arrival rate?C) What is the service rate?D) What is the average number of customers awaiting repairs?
- Many of a bank’s customers use its automated banking machine (ABM). During the early eveninghours in the summer months, customers arrive at an ABM at the rate of one every other minute(assume Poisson). Each customer spends an average of 99 seconds completing the transaction.Transaction times are exponentially distributed. Assume that the length of the queue is not aconstraint. Determine the average time customers spend at the machine, including waiting in line and completing transactions. Determine the probability that a customer will not have to wait upon arrival at the ABM. Determine the utilization of the ABM.The manager of a branch office of Banco Mexicali observed that during peak hours an average of 20 customers arrives per hour and that there is an average of four customers in the branch office at any time. How long doesthe average customer spend waiting in line and being serviced?Patients arrive at a dentist’s office with an arrival rate of 2.8 patients per hour. The dentist can treat patients at a service rate of 3 patients per hour. A study of patient waiting times shows that a patient waits an average of 30 minutes before seeing the dentist. Note the M/M/1 model does not necessarily apply here. What are the arrival and service rates in terms of patients per minute? What is the average number of patients in the waiting room? If a patient arrives at 10:10am, at what time is the patient expected to leave the office?
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